Can we learn anything from Shedeur Sanders about the future of talent acquisition in the legal sector?
Shedeur Sanders, once touted as one of the most talented quarterbacks in college football, experienced a dramatic slide in the 2025 NFL Draft-falling from a projected first-round pick to the lowest positions, and even facing the possibility of going un-drafted (albeit this dramatic end has only a small possibility of happening).
While his on-field abilities were never in serious doubt, the reasons behind his draft-day tumble offer a revealing lens into the evolving dynamics of talent acquisition-not just in sports, but in high-stakes professional sectors like the legal industry.
The Shedeur Sanders Paradigm: Talent, Brand, and the New Individualism.
Shedeur Sanders’ draft slide cannot be explained by performance alone. Scouts noted his deep throws and college statistics were impressive, but concerns about his accuracy, arm strength, team mate relationships, and leadership, surfaced during the pre-draft process.
More telling, however, were the off-field factors that have been cited as issues against employing this fine young athlete: his high-profile image, the influence of his father (NFL Hall of Famer Deion Sanders), his embrace of social media, and his approach to personal branding and NIL (Name, Image, and Likeness) deals.
NFL franchises are reportedly worried about Sanders’ willingness to be “in charge of himself” rather than fit the traditional mould of a “team player” or employee.
His fame, cameras, and social media presence created a perception that he was more focused on controlling his own narrative than integrating into a team-first culture.
This scenario is emblematic of a broader generational shift-especially among some Gen Z, toward self-determination, brand-building, and a desire for autonomy in career management.
For Sanders, lucrative NIL deals and a massive online following gave him unprecedented leverage and independence, but also triggered skepticism among organisations seeking reliability, humility, and commitment to collective goals.
Gen Z and the Legal Industry: Parallels and Tensions
The legal sector is experiencing similar generational disruptions as Gen Z enters the workforce in greater numbers.
Like Sanders, many Gen Z professionals wish to control their own careers, prioritise personal brand, and seek meaning and flexibility over traditional career paths.
Key Gen Z traits shaping legal talent acquisition include:
Digital Fluency and Social Media Savvy: Nearly 70% of Gen Z workers use social media to plan their careers, leveraging platforms to research employers, build personal brands, and network.
Desire for Autonomy and Flexibility: Gen Z values work-life balance, remote work, and the ability to shape their own career paths, often preferring ad hoc progression over the traditional “career ladder”.
Emphasis on Values and Culture: Company culture, diversity, and alignment with personal values are major motivators for Gen Z legal talent.
Expectation of Rapid Development: Gen Z is less willing to “wait their turn” for advancement, seeking continuous learning, mentorship, and meaningful work from the outset.
We also have past articles we’ve written that show the research behind the shift in power in the workplace
These attributes can be double-edged swords.
While they foster innovation, diversity, and agility, they may also create friction with established norms around hierarchy, loyalty, and collective identity-much as Sanders’ approach unsettled NFL teams.
Risks: The Downside of Radical Individualism
The Sanders case highlights potential pitfalls for both individuals and employers:
Perceived Lack of Team Orientation: Organisations may view strong personal branding and independence as signs of being “difficult to manage” or lacking commitment to team goals.
Shorter Tenures and Job-Hopping: Gen Z’s willingness to switch jobs frequently can undermine long-term investment in talent development and firm culture.
Brand vs. Substance: Heavy focus on image and personal narrative can sometimes mask gaps in technical skills or readiness for professional challenges.
For law firms, these factors can complicate hiring and retention, especially if traditional leaders interpret Gen Z’s expectations as entitlement or a lack of dedication.
Solutions: Building a Bridge Between Generations
Despite the challenges, the influx of Gen Z talent presents a unique opportunity for the legal industry to evolve.
We have to all make an effort to understand one another.
Here’s how law firms can turn generational differences into strengths:
Foster a Culture of Collaboration and Inclusion: Move beyond rigid hierarchies and embrace more open, inclusive management styles. Frequent feedback, mentorship, and collaborative workspaces resonate with Gen Z and foster loyalty.
Embrace Technology and Flexibility: Invest in digital tools, remote work, and flexible schedules to meet Gen Z’s expectations and enhance efficiency for all.
Align on Values and Purpose: Clearly communicate firm values, social responsibility, and commitment to diversity-both in recruitment and daily operations.
Support Personal Branding (Within Reason): Encourage lawyers to build their professional brands in ways that complement the firm’s reputation, rather than compete with it. Provide guidelines and support for responsible use of social media and public platforms
Prioritise Continuous Development: Offer structured learning, mentorship, and opportunities for rapid advancement to keep Gen Z engaged and growing
From Cautionary Tale to Catalyst for Change
Shedeur Sanders’ draft experience is a cautionary tale about the risks of unchecked individualism in team-oriented environments, but it also signals a future where talent acquisition must evolve to accommodate new values and expectations.
For the legal industry, the lesson is clear: firms that adapt-by blending tradition with innovation, structure with flexibility, and collective goals with personal growth-will be best positioned to attract, develop, and retain the next generation of legal stars.
The solution isn’t to resist change, but to channel it, creating workplaces where both the firm and the individual can thrive, and where the next Shedeur Sanders of law feels empowered to lead, collaborate, and succeed.
rob@thegrmgroup.com